"We are family", "family working environment", "family-run", ... statements that you often read and hear in job advertisements or when explaining the corporate culture - with the aim of conveying a sense of solidarity and belonging. However, such formulations can quickly become problematic.
The term "family" triggers something. A powerful magic word with which a package of great feelings can be called up immediately and directly. Memories, wishes, longings, ... or pain?
The topic of family is not always exclusively positive. For those who are not lucky enough to have grown up in an all-round happy Buitoni family, the topic can also involve tension, conflict and trauma.
We have a few questions for employers who use the term "family" to describe their corporate culture:
What role do you play as an employer in this "family"?
When you invite people into your family with your recruiting - who are you in this case? The loving father, the caring mother, ... that the employee may never have had? Are you aware of the responsibility you are taking on towards this person?
Who do you attract with the family promise?
People who already have support within their own family are less likely to respond to your offer than those who have a deep longing for an intact family. In other words, you offer an emotional substitute to those who are suffering a lack.
Can you keep this promise?
Ideally, a family connection is an unbreakable bond of love. An absolute safety net that has no strings attached. Are you ready to love your employees unconditionally for a lifetime?
What happens if you have to dismiss someone?
A break-up in the family is a traumatic event that is usually preceded by years of conflict. Deep wounds that never heal completely. Should a job take on this significance in life?
Corporate culture ≠ Family life
Associations of "family" are "safety, security, unconditionality, love". As an employer, you can fulfill the first two aspects under certain circumstances - provided that you guarantee your employees lifelong loyalty to your company. When it comes to "unconditionality", it becomes more difficult, because you rightly expect something in return from your employees (psychological contract!). And love? Probably only in exceptional cases.
As you can see, we have more questions than answers, but we very much doubt that the family context is tenable when it comes to working relationships. Belonging, being there for each other, a value-oriented corporate culture must also be possible without resorting to the double-edged sword of the family ideal.
How you can still define strong working relationships and promote solidarity within the team:
